ch.2 project lifecycle & organization
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8/2/2019 Ch.2 Project LifeCycle & Organization
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Project Life
Cycle
&
Organization
Keystone ConceptsKeystone Concepts
Provided by IPECC Consultants
Developed by Shuja Ali
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ContentsContents
This Module Covers:This Module Covers: Basic DefinitionsBasic Definitions
Project Life CycleProject Life Cycle
Organizational Influences on Project Organizational Influences on Project
ManagementManagement Project Management SystemProject Management System
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What is Project?What is Project?
A
project
is
a
temporary
endeavor
undertaken
to
A
project
is
a
temporary
endeavor
undertaken
to
create a unique product, service, or result.create a unique product, service, or result.
ProjectProject CharacteristicsCharacteristics
Temporary Temporary –– every project has a definite beginning every project has a definite beginning
and a definite endand a definite end
Unique Unique –– a project creates unique deliverablesa project creates unique deliverables
Progressive Elaboration Progressive Elaboration –– project detail will be project detail will be
developed in steps and continued in incrementsdeveloped in steps and continued in increments
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The Difference
between
Projects
&
Operations
is:The
Difference
between
Projects
&
Operations
is:
Operations are:
• Ongoing
• Repetitive
• Circular
Projects are:
• Temporary
• Unique
• Linear
Project vs. Operational WorkProject vs. Operational Work
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What is Project Management?What is Project Management?
Project Management is the application of Project Management is the application of knowledge, skills, tools and techniques to knowledge, skills, tools and techniques to
project activities to meet project project activities
to
meet
project
requirements.requirements.
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Managing a project typically includes:Managing a project typically includes:
Identifying requirements,Identifying requirements,
Addressing the various needs, concerns, and Addressing the various needs, concerns, and
expectations of the stakeholders as the project is planned expectations of the stakeholders as the project is planned
& carried
out,&
carried
out,
Balancing the competing project constraints including, Balancing the competing project constraints including, but not limited to: but not limited to:
oo Scope,Scope,oo Quality,Quality,oo Schedule,Schedule,oo Budget,Budget,oo Resources, &Resources, &
oo Risk.Risk.
Project Management Project Management
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Projects
are
typically
disintegrated
into
logical
Projects
are
typically
disintegrated
into
logical
groupings of work, with one or more deliverables, groupings of work, with one or more deliverables, called called phases phases ..
Project Life CycleProject Life Cycle is the collection of these is the collection of these
sequential project phases, whose name & number sequential project phases, whose name & number
are
determined
by
the
control
needs
of
the
are
determined
by
the
control
needs
of
the
organization (s) involved in the project.organization (s) involved in the project.
Project Life CycleProject Life Cycle
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Steps In Project Life CycleSteps In Project Life Cycle
ACTIVITY DISTRIBUTION
OF
A
TYPICAL
PROJECT
LIFE
CYCLE
Conceptual Phase – starting the project,
Planning Phase – organizing & preparing,
Execution Phase – carrying out the project work, &
Termination Phase – closing the
project.
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Characteristics of Project Life CycleCharacteristics of Project Life Cycle
Cost & Staffing levels are low at start, peak as the work is
executed,
&
drop
rapidly
as
the
project
draws
to
a
close. Stakeholder influences, risk, & uncertainty are greatest at the
start of the project & decreases over the life of the project.
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Ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start & decreases progressively.
Characteristics of Project Life CycleCharacteristics of Project Life Cycle
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Project Management team must identify both internal &
external stakeholders,
to
determine
the
project
requirements
& expectations of all parties involved.
Project Stakeholders IdentificationProject Stakeholders Identification
Internal
Stakeholders
include
management,
other
employees, administrators, etc.
External Stakeholders
could
include
suppliers,
investors, community groups & government organizations
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Organizational Influences
on
Project
Organizational
Influences
on
Project
Management Management
Project
performance
is
greatly
influenced
by:
Organizational Characteristics
(i.e., its Cultures & Styles)
Organizational Structures
The project management team must be aware of how its
organization’s structure & system affect the project.
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Organizational Cultures & StylesOrganizational Cultures & StylesCultural
norms
include
a common
knowledge
concerning
how to approach getting the work done, what means are
considered acceptable for getting the work done, & who is
influential in facilitating the work getting done.
These cultures include, but not limited to:
Shared values, visions, norms, beliefs, & expectations
Policies &
procedures
View of authority relationships
Work ethic & work hours.
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Organizational StructuresOrganizational StructuresOrganizational
structure
is
an
enterprise
environment factor that can affect the availability of resources & influence how projects are conducted.
Three major organizational structures are:
Functional Organizational Structure
Matrix Organizational Structure
Projectized Organizational Structure
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Organizational StructuresOrganizational Structures
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Functional Organization Functional Organization
A hierarchical organization where each employee has one
clear superior,
&
staff
are
grouped
by
areas
of
specialization
& managed by a person ( functional manager) with expertise in
that area.
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Projectized OrganizationProjectized Organization
It is an organization where a project manager has a great deal
of independence
and
authority,
and
the
project
management
administration staff plays a permanent role in the
organizational projects.
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Matrix Organizations Matrix Organizations
Any organizational structure in which the project manager
shares responsibility
with
the
functional
managers
for
assigning priorities & for directing the work of persons
assigned to the project.
Functional &
Projectized
organizations
can
be
merged
in
three possible ways:
Weak Matrix Organization
Balanced Matrix
Organization
Strong Matrix Organization
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Weak Matrix OrganizationWeak Matrix Organization
Many characteristics of functional organization & PM acts as
an expediter
or
coordinator.
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Balanced Matrix OrganizationBalanced Matrix Organization
PM do not have full authority over projects & projects funding.
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Strong Matrix OrganizationStrong Matrix Organization
Many characteristics of projectized organization & can have full
time Project
Managers
&
administration
staff
of
PM.
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Composite OrganizationsComposite Organizations
Many
organizations
involve
all
these
organizational
structures
at various levels and are identified as Composite Organizations.
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ProjectProject‐‐
a
temporary
endeavor
undertaken
to
create
a
a
temporary
endeavor
undertaken
to
create
a
unique product, service, or result.unique product, service, or result.
Project ManagementProject Management ‐‐ the application of knowledge, the application of knowledge,
skills, tools
and
techniques
to
project
activities
to
meet
skills,
tools
and
techniques
to
project
activities
to
meet
project requirements.project requirements.
Project Manager (PM)Project Manager (PM)‐‐
the person
assigned
by
the
the
person
assigned
by
the
performing organization to achieve project objectives.performing organization to achieve project objectives.
Key DefinitionsKey Definitions
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This material
is
primarily
based
on:This
material
is
primarily
based
on:
A Guide to the A Guide to the
Project Management Body of KnowledgeProject Management Body of Knowledge(PMBOK Guide) (PMBOK Guide) – – 4rth Edition 4rth Edition
Published by:Published by:
PMI PMI (Project Management Institute)(Project Management Institute)
ReferenceReference
w w w . ipeccconsu l tan t s .com, 030 0 275463 6 , w bspro j ect@yahoo .com